PERFORMANCE MANGEMENT
December 14, 2001

The December Managers’ Forum was on the subject of Performance Management. The moderator, Barbara Bland of Human Resources, began with an overview of the “Performance Box”. The Performance Box is an aide in understanding performance gaps. A performance gap is the difference between the supervisor’s desired performance level from the employee and the supervisor’s rating of the performance. The types of performance gaps are:

• Role Gap- the difference between the supervisor’s desired performance and the employee understanding of those expectations. To close the role gap, supervisors can utilize an updated job description, a work plan, connecting the Agency’s mission, vision, and values to the employees work, and using competencies to determine the knowledge, skills, and abilities needed to do the job.
• Results Gap- the difference between the understood expectations and the actual performance. To close a results gap, determine if: the appropriate resources were available to the employee, if the employee needs training, appropriate behavior/performance is being rewarded, inappropriate behavior/performance results in any consequences.
• Measures and Feedback Gap- the difference between the actual performance and the supervisor’s rating of that performance. Measures and Feedback gaps are closed by coaching performance not up to expectations, reinforcing performance that meets or exceeds expectations, and by ensuring that the appropriate measures and frequencies are in place. Finally, supervisors have to self-reflect to ensure that they are not imposing a form of bias into to the process.

After the discussion of the Performance Box, Barbara reviewed the three phases of the Agency’s performance management cycle.

• Planning- the development of the work plan
• Managing- coaching and reinforcing, documenting
• Appraising- the interim review and the final appraisal

The next portion of the program involved small group discussions on pre-selected questions. The results of the discussions follow.


QUESTIONS TO ENTIRE GROUP: Why do we do performance management?

RESPONSE FROM GROUP:
• Feedback to employees
• Accomplish goals
• It’s the law
• Merit Increase
• Establish a focus
• Document problems, sub-standard performance
• Gives employee opportunity to give supervisor feedback
• Protect yourself from employee
• Protect employee
• Document successes
• Align our work with goals & objectives of agency


Brainstorming Sessions for Participants

Group #1. Assigned brainstorm ideas on “Why do we have performance management? And produce “Top Ten List”.

Group #1 Results:
10. Data Collection/Analysis
9. One-On-One/Warm Fuzzy
8. Validate or update job descriptions
7. It’s the law
6. Determine/Justify Rewards
5 Align work with mission/goals of agency
4. Employee development Plan
3. Mutual Feedback
2. Document Performance
1. Establish Goals and Standards

PLANNING PHASE

Group # 2: What’s working and why?
• Awareness of Performance Management
- Knowledge and use of process
• Review of “draft” work plans prior to finalization of plan
• Addressing Gaps
• Resolving Issues
• Opportunities for interaction
• Employee demonstrated success
• Plans for development
• Opportunity for innovation in job responsibilities

• Provides structure for annual activities
• Clarity of expectations
• Allows for flexibility and change

Group #3: What needs Improving?
• Communication
• Update job description
• General
• Dimensions a component
• Flexibility in work plan
• Statement written plan that document is “fluid”
• Include “windows of opportunity” or special projects not previously identified
• What’s in it for me? Employees need to understand this.
• Management must set the example.
• Attention/Rewards to those at top of pay scale.
• Expectations for “above good” standards.


MANAGING PHASE
Group #4: What’s working and why?

Tracking Performance
• Documentation Results (Data Collection, Inspections, etc.)
• Review of written reports
• Reward positive results
• On-going continuous process
• Focus on goals
• Changing priorities-change the work plan

Coaching & Re-enforcing
• Helping staff meet established goals and expectations
• Open door policy by supervisor
• Flexibility
• On-going continuous process
• Trust employees (hands-on vs. hands off)
• Recognition of talents, abilities
- Training needs
• Be an example; don’t expect employees to do things you would not do.
• Two way street; receive comments from employees
• Offer to work in field with employee

Group #5: What needs improvement and how?
Tracking Performance
• Need good measures (quality outcome measures)
• Need training on how to develop good measures
• How could we tie these measures to rewards? (Do better job if we did)
• Need direction on how to weight KRR’s
• Lack of tools to record documentation/behavior (data based)
• Lack of feedback from customers
• Lack of recording good performance (should employees do this?
• Lack of time in recording (Too many responsibilities for managers)

How to Improve:
• Make KRR’s out of tracking responsibilities (agreement on what to track)
• Schedule training for managers.

Coaching and Re-enforcing: Areas for improvement
• Skills for Managers (specifically for problem employees)
• How to push employees buttons for motivation (some are easy)
• Problems with rewards/consequences (lack of authority)
• Time factor in reacting with employees

How to Improve:
• Delegation of authority to employees
• Training
• Staff meeting to coach/reinforce
• Flow chart the process
• Better ways of doing things
• Need to make legislative changes
• Get employee input; makes employee feel important
• Creating a team & coaching each other (non-threatening atmosphere)
• Open door policy managers for employees

Group #6: Appraising Phase: What’s working and why?
• Pre-set dates force process
• Interim reviews (at minimum) encourage feedback opportunities
• Focused training of supervisor has enhanced understanding of process resulting in greater accomplishments
• Reminds employees/supervisor of goals and KRR’s
• Opportunity for changing priorities within the Work Plan cycle
• No surprises at final review
• Final review closes out and initiates new cycle/development plans

Group #7: What needs improvement and how?
• Consistency of use (interim reviews)
• Take seriously
• Rating creep
• Rating bias (individual and agency)
• Training for ALL supervisors (New/on-going)
• Ability to track performance accurately (data, notes, third party reports, memos)

How to Improve:
• Manager training; agency expectation; documentation that you did it
• A true reward system (money recognition); KRR’s written specific to job responsibilities
• For the “bell curve” Defining performance levels (outstanding, good, very good)
• Management oversight; audit of process
• Hold the training courses; remove barriers to the training; expect attendance
• Good reporting system; Systematic feedback from “customers”, Take time to gather facts.